TPM Training Material
-
Upload
luzia-aparecida-da-silva -
Category
Documents
-
view
248 -
download
20
Transcript of TPM Training Material
Overview of TPM
Jubilant Organosys Ltd.
TotalProductive
Maintenance
By : Mr. Snahil Kumar
Overview of TPM
Overview of
Total Productive
Maintenance
Overview 2
Overview of TPM
Progress of Equipment ManagementIn Japan and Future Planning
Years Key-words Explanation• Repairing after failure by the person in charge of
repairs.• Management of equipment is not considered
Before 1950s Breakdown maintenance
Overview 3
• TPM development is unmanned operation plants by employing FA/CIMTPM in unmanned operation
plants2000s
• Global and general TPM activity including local productionGlobal TPM1990s
• TPM activity by all members related to production, development, business, and management, etc.Companywide TPM (whole
industry)1980s
• Production maintenance by all members related to equipment planning, operation and maintenanceTPM in production department
(Manufacturing industry)1970s
• Management of total equipment life (equipment planning, maintenance, improvement, revision) by the person in charge of equipment from the economical point of view
Production maintenance1960s
• Preventive maintenance of equipment by the person in charge of maintenance
• Economical maintenance control1950s Preventive maintenance
Overview of TPM
DEFINITION OF TPM ( PRODUCTION TPM )
1. To set a goal to maximise equipment efficiency (overall efficiency).
What is TPM?
2. By establishing a total system for PM for the entire life of equipment.
3. Participation by all departments, including equipment planning, operating and maintenance departments.
4. Involving all personnel, including top personnel to first-line operators.
5. For promoting PM by motivation management, namely, by autonomous small-group activities.
Overview 4
Overview of TPM
TPM DEFINITION (contd)TPM MEANS …………..
1. Taking as a prime objective a company structure that pursues production efficiency to its ultimate limits.( = Comprehensive efficiency)
2. Putting together a practical shop-floor system to prevent losses before they occur throughout the entire production system’s life cycle: Zero accidents, Zero Defects, Zero Breakdown etc.
3. Involving all functions, including production, Development, Sales and Management.
4. Having all employees participate from top executives to front-line workers
5. Achieving Zero losses through overlapping small groups.Overview 5
Overview of TPM
Effectiveness of TPM
P…..Productivity improvement ----------------------------------------------1.5 to 2 times
• Reduction in Number of Sporadic Failures-----------------1/10 to 1/250
• Equipment Operating--------------------------------------------1.5 to 2 times
Q…..Reduction in Product Defects-----------------------------------------1/10
Reduction in Customer Claims--------------------------------------1/4
C…..Reduction in Maintenance Cost---------------------------------------30%
D…..Reduction in Product Inventories--------------------------------------0
S….. Reduction in Accident, Elimination of Pollution------------------0
M…..Increase in Number of Employee Suggestions--------------------5 to 10 times
Overview 6
Overview of TPM
Preventive Medicine for Equipment = Preventive Maintenance
Prevents deterioration
Measures deterioration
Repair deterioration
Inspection (diagnosis)
Make preventive repairs (advance replacements)
Daily maintenance(lubricate, clean,adjust, inspect)
Preventive Medicine
Early treatment
Health checkups
(diagnosis)
Daily
Prevention
Preventive MaintenanceOverview 7
Overview of TPM
TPM 8 Pillar Approach
TPM
Indi
vidu
al Im
prov
emen
t
Pla
nned
Mai
nten
ance
Dev
elop
men
t Man
agem
ent
Edu
catio
n &
Tra
inin
g
Equ
ipm
ent O
wne
rshi
p
Qua
lity
Mai
nten
ance
Offi
ce T
PM
Saf
ety,
Hea
lth &
E
nviro
nmen
t
Overview 8
Overview of TPM
Purpose and Main
Activities of the 8 Pillars
of TPM
Overview 9
Overview of TPM
Individual Improvement
Purpose: • Realize zero losses of all types, such as failure losses and defect losses• Demonstrate ultimate production efficiency improvement
Members:• Staff• Line Leader
Activities:• Understanding the 16 major losses
• Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources
• Implementation of PM analysis
• Thorough pursuit of equipment and production “as it should be”.
Overview 10
Overview of TPM
Equipment Ownership
Purpose: •Training of operators proficient in equipment•Protecting one’s own equipment by one’s staff
Members: Operator, Line Leader
Activities:Implementation of 7 steps1. Initial clean-up2. Countermeasures for the source of problems and measures for difficult-to-
access locations3. Creation of tentative Equipment Ownership standards4. General inspection5. Autonomous inspection6. Standardization7. All-out goals management
Overview 11
Overview of TPM
Planned Maintenance
Purpose: •Improving efficiency of maintenance departments to prevent 8 major losses
Members:•Staff•Leader and maintenance men of maintenance department
Activities:• Daily Maintenance• Time Based Maintenance• Condition Based Maintenance• Improvement for increasing the service life expectancy• Control of replacement parts• Failure analysis and prevention of recurrence. • Lubrication control
Overview 12
Overview of TPM
Quality Maintenance
Purpose: Achieve zero defects by supporting and maintaining equipment conditions
Members: Quality assurance Staff, Production engineering staff, Line Group Manager
Activities:• Verify quality characteristics standards; understand defect phenomena and
performance• Investigating the conditions for building in quality, unit processes and raw
materials, equipment and methods• Investigating, analysing and improving the conditions of malfunctions• Setting 3M conditions; setting standard values for inspection• Creation of standards that can be followed; trend management
Overview 13
Overview of TPM
Development ManagementPurpose: • Reducing product development and prototyping time• Reducing the development, design and fabrication time of equipment• Improving 1-shot start-up stability of products and equipmentMembers: Research and development staff, Production engineering staff, Maintenance staffActivities:•Setting development and design goals•Ease of production•Ease of QA Implementation•Ease of use•Ease of maintenance•Reliability•Investigate LCC•Design release drawingProduction: Identify problems in the prototype, trial run and initial-phase mass production control stages.
Reflect in MP design
Overview 14
Overview of TPM
Office TPMPurpose: • Achieve zero function losses• Creation of efficient offices• Implementation of service support functions for production departments
Members:•Leaders and members of administration/Indirect departmentsActivities:•Equipment Ownership activities1. Initial clean-up (personal space)2. Work inventory3. Countermeasure for problems4. Standardization5. Promotion of autonomous management activities of work
• Individual improvement through project activities1. Shortening of settlement schedule2. Improvement of distribution3. Improvement of purchasing and subcontracting4. Reform of production control system
Overview 15
Overview of TPM
Education and Training
Purpose: • Establishment of technical education for operations and maintenance
workers
Members:•Operators•Maintenance workers
Activities:•Basic process of maintenance•Tightening nuts and bolts•Aligning keys•Maintenance of bearings•Maintenance of conductive parts•Prevention of leaks•Maintenance of oil pressure and air pressure equipment•Maintenance of electrical control equipment
Overview 16
Overview of TPM
Safety and HealthPurpose: • Achievement and support of zero failures• Realization of a healthy and invigorating workplace that gives meaning
to work
Members:•Safety, health and environment managers and specialised committee members•Staff specialising in safety and health
Activities:•Measures to improve equipment safety•Measures to improve work safety•Improvement of work environment (noise, vibration and odors)•Measures to prevent pollution•Creation of healthy employees•Promotion of invigorating activities
Overview 17
Overview of TPM
12 Steps for TPM Development Programs
Application of PM awardChallenge of a higher target
Total application of TPM and raising its level12.Steady application
Establishing zero accidents and zero pollution systemsEstablishing systems to control safety, sanitation and working environments
11.
Support for production, increasing efficiency in the department and of equipment
Establishing systems to improve efficiency of administration and other indirect departments
10.
Setting conditions without defectives, and its maintenance and control
Establishing quality maintenance organization9.
Development of easy-to-manufacture products and easy-to-operate equipment
Establishing initial control systems for new products and equipment
8.
Group education of leaders and training members7.4 Operation and maintenance skills upgrading training
Improvement maintenance, periodic maintenance, predictive maintenance
7.3 Planned maintenanceStep system, diagnosis and qualification certification7.2 Equipment OwnershipProject team activities and small group activities in the workshop7.1 Individual improvementPursuing maximum efficiency of production7. Establishing systems for improving production efficiency
Actual introduction
SuppliersRelated companiesAffiliated companies
6. Kick-off of TPMBeginning of introduction
From preparations for introduction to examination5. Creation of master plan for establishing TPM
Bench-mark and targetPrediction of effects
4. Setting basic principles and target for TPM
Committee and subcommitteesSecretary
3. Establishing TPM promotion organization
Managers : Trained in seminar camp at each levelGeneral employees : Seminar meeting using slides
2. Introductory education and campaign for TPM
Declared in TPM in-house seminarCarried in company magazine
1. Declaration by top management to introduce TPMPreparations for introduction
EssentialStepStage
are invited
Overview 18
Overview of TPM
PILLAR
KobetsuKobetsu KaizenKaizen
oror
FocussedFocussed ImprovementsImprovements
KK -19
Overview of TPM
KAIZEN“Kaizen” Levels
• Restoration• Betterment• “Kaizen”• Revolution• Renovation
“Kaizen” = Fill difference between present status and goal- Aim at good condition in the past. -Aim at achieving “what the equipment
and the operation must be” in the future.
Renovating “Kaizen”Future Level
Difference Present Level
Restorative
Difference
Past Level
Present Level
• First, bring to a condition of the past,another line or another company
• Copying is also technology• Develop new ideas by changing conception• Importance is to train people who can maintain
KK -20
Overview of TPM
KobetsuKobetsu KaizenKaizen PillarPillarTarget: 8 Major Plant losses1. Shutdown loss: Time lost when production stops for
planned annual shutdown maintenance or periodic service
2. Production adjustment loss: Time lost when changes in supply and demand require adjustments to production plans
3. Equipment failure loss: Time lost when equipment suddenly loses its specified functions
4. Process failure loss: Time lost in shut down due to external factors such as changes in chemical or physical properties of materials being processed, operating errors, defective raw materials etc.
KK -21
Overview of TPM
KobetsuKobetsu KaizenKaizen PillarPillarTarget: 8 Major Plant losses
5. Normal production loss: Rate and time losses at plant start up, shut down, or change over.
6. Abnormal production loss: Rate loss occuring when plant underperforms due to malfunctions and abnormalities.
7. Quality defect loss: Losses due to producing rejected product, financial loss, physical loss
8. Reprocessing loss: Recycling losses due to passing material back through the process.
KK -22
Overview of TPM
KobetsuKobetsu KaizenKaizen PillarPillar9. Raw Material losses
10. Energy losses
11. Manual work loss
12. Management losses
13. Transportation losses
14. Reducing maintenance material losses
15. Reducing administration losses
16. Testing and analysis lossesKK -23
Overview of TPM
The structure of losses
Calender time: calender time is the number of hours on the calender:365 X 24 = 8760 hrs in a year30 x 24 = 720 hrs in a 30 days month
Working Time: actual number of hours that a plant is expected to operate in a year or a month. To calculate working time, subtract from the calendertime the time lost as a result of closing the plant for production adjustment or for periodic servicing such as shutdown maintenance.
KK -24
Overview of TPM
The structure of losses
Operating time : The time when plant actually operatesWorking time – (equipment failure + process failure
time)Net Operating Time: The time during is the time during
which a plant is producing at the standard production rate. To calculate net operating, subtract performance time losses from the operating time. Performance time losses consists of normal production losses ( start up, shutdown, change over) and abnormal production losses ( production rate reduction due to abnormalities.)
KK -25
Overview of TPM
The structure of losses
Valuable Operating time : The net time when plant actually produces acceptable product. To calculate this subtract the time for reprocessing and rejected products from net operating time.
Availability is the operating time expressed as a percentage of the calender time.a= calender time-(shutdown maint. Loss+productionadjustment loss+ equipment failure loss+processfailure loss)
KK -26
Overview of TPM
The structure of losses
Availability is the operating time expressed as a percentage of the calender time.a = calender time-(shutdown maint. loss + production adjustment loss+ equipment failure loss + process failure loss)b = calender time
Availability = (a/b) x 100 %
KK -27
Overview of TPM
The structure of losses
A plant’s performance rate expresses the actual production rate as a percentage of the standard production rate( intrinsic capacity of a particular plant)D = average actual production rateC = standard production rate
Performance rate = D/C x 100 %The rates can be expressed in tons/hour or tons/day
KK -28
Overview of TPM
The structure of losses
The quality rate expresses the amount of acceptable product without rework. First time through rate
E = production quantity (t) – (quality defect loss + reprocessing loss) (t)
D = production quantity
Quality rate = E/D x 100 %
KK -29
Overview of TPM
Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness
Calculation of overall equipment effectivenessEquipment Six major losses
Loadingtime
Operatingtime
Netoperating
time
Valuable operating
time Def
ect
Dow
n tim
elo
sses
Spe
edlo
sses
loss
esEquipment Failure
Set up andadjustment
Idling and minor stoppage
Reduced speed
Defects inprocess
Reduced yield
87%100460mins.
60mins.460minstyAvailabili
(e.g)
100eloadingtim
downtimeeloadingtimtyAvailabili
=×−
=
×−
=
50%100400mins
400units x nit0.5mins./uePerformancefficiency
(e.g)
time Operating
amount processed x time cycle ltheoretica ePerformanc
efficiency
=×=
×= 100
98%100units 400
units 8 - units 400quality of Rateproducts
(e.g)
100100amount processed
amount defect - amount processed quality of Rate
products
=×=
=×=
productsquality ofRatePerformanceefficiencyAvailabilityequipmentOverall
effectiveness ×= ×42.6%1000.980.500.87 (e.g.) =×××
KK -30
Overview of TPM
Overall plant effectiveness
Calendar time (A)
Working time (B)
Operationtime(C)
Loss
by
susp
ensi
on
Loss
by
stop
page
Net Operationtime (D) Lo
ss b
y ca
paci
ty
ty
(
×
hour)-ty ×=
% 100(C)(D)ePerformanc
efficiency
100%(T/H) production Standard
(T/H) production average Actual ePerformancefficiency
×=
×=
%100(D)(E)qualityofRate
products
%100(T)Production
)(-(T)ProductionqualityofRateproducts
×=
×=
Planned maintenance
Production adjustment
Equipment failure
Process failure
Normal Production
Abnormal Production
Quality Defect
Reprocessing
Valuedoperationtime(E) Lo
ss b
y de
ficie
ncy
<Plant>
<8 - major losses> <Calculation of the overall plant efficiency>
OPE= Availability x Performance x Rate of Quality pro ductsefficiency
100%urCalenderho
100%(A)(C)Availabili
CalenderAvailabili
=
(T )
KK -31
Overview of TPM
7 steps for carrying out the Kobetsu Kaizen activitiesStep Details Activity
Step 0 Select improvement 1. Select and register topictopic 2. Form project teams
3. Plan activitiesStep 1 Understand situation 1. Identify bottleneck process
2. Measure failures, defects and other losses3. Use baselines (Bench Mark) to set targets
Step 2 Expose and eliminate 1. Thoroughly study and expose abnormalitiesabnormalities 2. Restore deterioration and correct minor flaws
3. Establish basic equipment conditionStep 3 Analyze causes 1. Stratify and analyze causes
2. Apply analytical techniques (why-why analysis,Why OK analysis etc.)
3. Conduct experiments, apply specifictechnology, fabricate prototypes
KK -32
Overview of TPM
KK -33
Step 4 Plan improvements 1. Make improvement proposals and preparedrawings
2. Compare cost effectiveness of alternateproposals and make budget
3. Check for possible adverse effects anddisadvantages
Step 5 Implementimprovements
1. Carryout improvement plan2. Perform tests, trial runs3. Provide instructions to work on improved
equipment, operating conditions.
DetailsStep Activity
Step 6 Check results 1. Evaluate results with time as improvementproject goes on
2. Check whether targets have been achieved, ifnot start from step 3 again
Step 7 Consolidate gains 1. Prepare inspection and work standards2. Make drawings and feed information to
Development management Pillar3. Train operators and or fitters to sustain the
results
Overview of TPM
Cost loss methodology
Cost loss methodology is used for identification of all losses across the cross-section of the company. This is a very powerful tool for pinpointing the areas of losses for which action needs to be taken. Examples of some of the topic are raw material cost loss, Energy cost loss, Maintenance cost loss, administrative and overhead loss, inventory carrying cost loss, etc.
KK -34
Overview of TPM
Overall Plant efficiency
Calender time = 30 daysShut down maintenance loss = 1 dayNo plan for production = 1 daysEquipment failure = ½ dayProcess failure = ½ dayStandard performance rate = 1000t/dayActual production in the month = 23,900tDefects = .2%Reprocessing = .2 %
KK -35
Overview of TPM
PILLAR
QM - 36
HinshitsuHinshitsu HozenHozen
oror
Quality MaintenanceQuality Maintenance
Overview of TPM
“Hinshitsu-Hozen”What is “Hinshitsu-Hozen?
To maintain integrity of quality (state of 100% non-defectives)
* Condition setting :Set conditions for zero defects aimed at equipment and processes that do not produce quality defects.
* Daily and periodical inspections :Inspect and measure conditions in time series.
* Quality preventive maintenance :Prevent quality defects by maintaining measured values within the standard
* Trend control and predictive maintenance :Predict possibilities of quality defects occurring by observing trends of measured values.
* Prior countermeasures:Take measures beforehand
© JIPM, 1994
QM - 37
Overview of TPM
Implementation Procedure for Quality Maintenance
• Understanding quality defect phenomena.
• Setting of standard values for inspection items
and confirmation of results
• Concentration of inspection items and
shortening of inspection time
• Drafting of QM (Quality Maintenance) matrix
and reflection in standardsQM - 38
Overview of TPM
Implementation Procedure for Quality Maintenance (contd…)
• Master plan for QM
• 3M Analysis
• PM analysis for exposure and handling of malfunctions
• Kaizens and Poka Yoke for eliminating defects
• Maintaining Zero Defect
• Process capability improvement plan
QM - 39
Overview of TPM
QM Master plan
Master Plan for quality maintenance is planning of various
activities in this pillar with respect to the time frame in
months and years. According to the stage of TPM
implementation it can start at various levels. In the
beginning it will start with data collection on defects to
improving conditions to sustaining zero defect conditions.
QM - 40
Overview of TPM
Brakes India (Sholinghur)
QM - 41
Overview of TPM
3M analysis
This analysis is a set of conditions with respect to
machine, material and method for obtaining a good
products. It helps in identifying 3M standards and
checking is possible against these standards. Removing
this variability can some times eliminate Quality Defects in
the product.
QM - 42
Overview of TPM
3M CONDITION FOR NO BLISTER BUBBLES
checkMachine
Responsibility Frequency3M COndition Required value What to do
QM - 43
without gap
Dipper agitator Uniform Rotation Visual Prodn.sup Daily
Voltage 240±10 V Voltmeter Prodn.sup Daily
Track Chain No jerking Visual Prodn.sup Shift once
How to
Baffle plate Both sheet should be seated Hand Comp.sup. Daily
PROCESSDipper temperature 28±2 C Digitron Prod. Sup./operator Hourly
Latex circulation No repelling of bubbles from Visual Prod. Sup./Comp.sup Weeklydipper agitator
Drying All teat end heaters should
Visual Prod.Sup. Dailybe switched off in I drier
Overview of TPM
3M CONDITION FOR NO BLISTER BUBBLES
How to
check
No.1 product weight 0.75 - 0.80 Gms. Weighment Prodn.sup Hourly
Material(LATEX)
S.I.Value 2.0 - 2.4 S.I.check Comp.sup/Lab.sup Daily
Total alkalinity 0.35 - 0.50 % Titration Comp.sup/Lab.sup Daily
Sediments No sediments Hand Comp.sup/Lab.sup Weekly
3M Condition Required value Responsibility Frequency What to do
QM - 44
Overview of TPM
BILISTER BUBBLE -ANALYSIS
1 Latex Temperature Chiller failure Alarm providedabove 30°c
Solenoid failure Alarm provided (K)
2 Former temp Voltage variation Based on EB voltage
above 60°c. Tapping during II dipper in Sub Station.
3 Dipper latex Baffle plate Periodic check.agitation. misalignment.
4 Ammonia content High Total Alkalinity above 0.5% Total Alkalinity checked once in a day
and maintainedbelow 0.5%.
S No. Phenomenon Cause Countermeasure
QM - 45
Overview of TPM
GOOD IN NO GOOD -3 M CONDITIONHow to check
Loading Exactly on vitonring
Visual Supervisor Every shift
Solenoid wing gap
No gap Visual Operator Twice in a shift
Disc play No play Visual Operator Twice in a shift
stripping Uniform stripping Visual Operator Twice in a shift
Conductivity No worn out layers
Visual Operator Once in hourbrush
Voltage 1200/900V +100V Voltmeter Electrician Once in a shift
Carbon brush No powder Visual Fitter Once in a shift
Sensor LEDshould glow. Visual Electician Once in a shift
No product in helmet Visual Operator Twice in a shift
3M conditions Required valueResponsi-bility Frequency What
to do
QM - 46
Overview of TPM
Poka Yoke for eliminating defectsTo err is Human. Human Beings are very forgetful and tend to make mistakes. Many times we end up saying “Operator Carelessness / Negligence” or “Operator Inattentiveness”. If we carefully look at such processes, we can reason out that these are a combination of many factors rather than just “Operator Carelessness”.
Monotonous, mechanical and long tense working environment tend to make people commit mistakes. If we bracket these mistakes as “carelessness”, the people get demotivated and discouraged. Poka-Yoke is a technique for avoiding simple human errors at work.
Poka is a Japanese word meaning “inadvertent errors” and Yoke comes from Japanese word Yokerie meaning “to avoid”. This has also been termed as “Mistake / Fool Proofing” or “Fail Safing”. The idea behind poka-yoke is to free a person’s mind from maintaining repetitive vigil which may be practically infeasible. By doing so a person without the fear of making mistake can constructively do more value added activities.
QM - 47
Overview of TPM
ERRORS ARE INEVITABLE BUT CAN BE ELIMINATED
People always make mistakes. These can be reduced or
even eliminated. Some of the Poke-Yoke devices,
which can help avoid defects, are ;
• Guide Pins / Locators of different sizes.
• Error Detection Buzzers and Alarms
• Limit Switches, Proximity and Photosensors.
• Counters
• Checklists
QM - 48
Overview of TPM
Process Capability Improvement Plan
Sometimes capability of a process needs to be enhanced
to obtain high Cp value for critical characteristics. This plant
again follows the analysis for variation in the characteristics
and taking countermeasure against all the sources.
QM - 49
Overview of TPM
PILLAR
QM - 50
Planned MaintenancePlanned Maintenance
Overview of TPM
Concept of Equipment Maintenance
We must know the most appropriate maintenance method for all types of deterioration. And we must understand the characteristic of deterioration on every part of the equipment and equipment function.
Maintenance must be performed with clear roles. We must decide who will maintain what parts of equipment
Maintenance by the
productiondepartment
Specialized maintenance
by themaintenancedepartment
EquipmentMaintenance
Outsidecontractor
maintenance
(Jishu Hozen) (Keikaku Hozen)
Overview of TPM
The Process of Equipment Maintenance
What equipment?1
Evaluate the criticality of the equipment based on P,Q,C,D,S and M criteria and classify the equipment
What parts?2
Select from the following maintenance methods for each part. Selection depends on the criticality of the equipment.
BM (Breakdown maintenance)
TBM (Periodic maintenance)
Inspection and Repair (Overhaul)
5W1 H method should be used to draft the standard maintenance procedure
Practical decision making through step activity of Jishu Hozen and Keikaku Hozen . Logical decision making,through the application of FMEA, FTA, PM analysis, RCM (Reliability Centered Maintenance) etc
What maintenance method?
Draft the standard maintenance procedure
Carryout maintenance systematically
3
4
5
CBM (Predictive maintenance)
Maintenance tasks must be performed systematically based on the maintenance calendar and standard maintenance procedure.
Overview of TPM
Analysis of Stress and Strength
3 Insufficient Strength
Three major causes of failure Factors
• Inadequate compliance with basic requirementsCleaning, Oiling and tightening are not carried out properly. Operators perform routine maintenance improperly or not at all.
• Neglected deteriorationDetection of natural and accelerated deterioration and proper restoration are neglected. In other words, inspection, examination and preventive repair to correctly restore the equipment are not carried out.Indifferent / no awareness to the stress
• Non-compliance with usage requirementsEquipment and machinery posses operating limitations based on design considerations. Sometimes these are ignored.Example: Current, Voltage,RPM, Velocity, Temperature etc.
• Lack of skillRepair error by maintenance personnel or operators. Equipment operation error (Parts replacement error, operation without license)
• Inherent design weaknessesInsufficient strength can be inherent due to poor design, fabrication and installation caused by lack of engineering skills or error.
1 Neglected DeteriorationStrength analysis
Time
Safety marginFailure : a
Stress and strength
Failure : c
Time
Stress and strength
2 Uncontrolled stress
Failure : b
Time
Stress and strength
Overview of TPM
Subdivision of Failure Factors
Uncontrolled stress
Neglected deterioration
• Inadequate compliance with basic requirements
• Neglected deterioration
• Non-compliance with usage requirements
• Lack of skill
• Inherent Design weaknesses
Insufficient strength
Overview of TPM
Five Countermeasures to Achieve Zero Failures
Five Factors
Inadequate compliance with basic requirements
Non-compliance with usage requirements
Neglected deterioration
Inherent design weaknesses
Lack of skill
Five Countermeasures
Adequate compliance with basic requirements
Compliance with usage requirements
Restoration of deteriorated equipment condition
Rectification of design weaknesses
Improvement of operation and maintenance skills
11
2
2
3
3
44
55
Overview of TPM
Concept of Keikaku Hozen
I Activities to enhance equipment availability* Activities to extend MTBF of equipment * Activities to curtail MTTR of equipment
II. A
ctiv
ities
to c
ondu
ct m
aint
enan
ce
effic
ient
ly
Maintenance work Planning and management
Maintenance information management
Management of maintenance spare parts
Maintenance cost management
1. G
uida
nce
and
ass
ista
nce
activ
ities
for
Jis
hu-H
ozen
2. 7
-ste
p ac
tiviti
es fo
r pla
nned
mai
nten
ance
3. C
orre
ctiv
e m
aint
enan
ce a
ctiv
ities
4. M
P a
ctiv
ities
5. S
tudy
on
pred
ictiv
e m
aint
enan
ce
Inpu
t Red
uctio
n
(Source : processing and Assembling New TPM Implementation Program, Page 244)
Improvement of output: Zero failures, zero defects and zero accidents
Establishment of planned maintenance structure
© JIPM, 1994
Overview of TPM
Keikaku Hozen Promotion Procedure
Select maintenance method
Draft standard equipment maintenance procedure
Practice preventive maintenance (PM) based on maintenance calendar
Rank equipment criticality
Select the equipment parts to be maintained
Failure reduction activity
Overview of TPM
Building Keikaku Hozen System
Unexpected failure reduction activitySupport to Jishu HozenRestoration and improvement against visible deterioration
Improvement of design weaknesses Extension of inherent service-life
Periodic Maintenance
Predictive Maintenance
Equipment ranking and consideration of Maintenance method
Recurrence prevention activity Keikaku-HozenStep-upactivityStart of preventive maintenance
Reinforcement of other maintenance activity
Maintenance planningMaintenance records (Information management)Drawing controlLubrication controlSpare parts control
Overview of TPM
Main activity and aims Problems 1st Year 2nd year 3rd year 4th year
Jishu Hozen’s Steps (Typical model line)
1. Support activity for the production department
• Early start-up of Jishu Hozen activity• Support to improve Jishu Hozen skills
• “You produce, I fix”mentality
2. Zero breakdown activity• Achieve one tenth no. of breakdowns• Build the foundations for preventive
maintenance• Reform awareness of maintenance
personnel
• Breakdown maintenance is widespread
• Breakdown repair is the primary job
• Many think zero breakdowns is impossible
3. Establish maintenance planning management
• Establish Keikaku Hozenmanagement
• Classify equipment based on criticality and draft the maintenance standard
• Delay in building system• Lack of proper planning• Breakdown maintenance
4. Maintenance information management system development
• Information management useful for preventive maintenance
• Computer management
• Only data collection is done• Information is not used
5. Spare parts control• Control to support preventive
maintenance• Reduce the cost of retrieving,
replenishment and administration
• Lack of control or no control at all
• Response is given only when emergency
6. Predictive maintenance system development
• Research the optimal maintenance time
• Strive to minimize maintenance cost
• Incapable of implementing predictive maintenance. Only simplified diagnosis is implemented
7. Lubrication management• Eliminate failures caused by defective
lubricant or working oil• Reduce management cost
• Throwing responsibilities to the shop floor
• Only the total usage is controlled
8. Maintenance skill education• Improve failure prediction capabilities• Establish maintenance system run by
selected elite
• Education is focused mainly on repair skill
• Insufficient knowledge of diagnosis
• Low awareness
Step 1 Step 2 Step 3 Step 4 Step 5
Record and Analyse each breakdown
Preliminary education for total inspection skills (implementation)
Thorough restoration and improvement activities against deteriorated parts
Activities to prevent recurrence of breakdowns Deploy all the three activities mentioned left-hand side to all the equipment
Rectify equipment weakness (Implement corrective maintenance)
Review maintenance system
Rank equipment based on criticality and select maintenance method
Practice maintenance based on maintenance calendar
Draft the standard inspection and maintenance standard procedure
Record Analyse each breakdown
Implement maintenance information computerization
Prepare maintenance information computerization
Carryout seiri-seiton for spare parts
Systemize ordering method
Determine what items and what quantity should be stokedPhysical control of the stock (visual control system)
Draft the spare parts control standard
Investigate and integrate various types of oils
Study the technical aspects of oils and select the optimal oils
Control the pollution level of working oil and lubricantDraft the lubricant control standard
Promote visual control system. Indicate oil level, oil type etc.
Review oil standard
Study the needs of predictive maintenance
Learn equipment diagnostic techniques
Accumulate data based on simplified diagnosisSelect the equipment and parts to be diagnosed
Research and develop equipment diagnostic techniques
Apply to the shop floor
Model activity
Enlighten and educate through practice (learn from breakdowns)
Plan and implement skill evaluation and education for each individual
Participate in seminar organised by JIPM
A Model of Deployment Plan for Keikaku Hozen System BuildingKick-off in April of 1st year. Audit is planned in September of 4th year.
Support for initial cleaning Red tag removal and support to deal with areas with difficult accessProduction skill Education
Preliminary education for total inspection skills (implementation)
Preliminary Education for total inspection skills (Preparation) Review task sharing with Jishu Hozen side
Why-Why analysis (for the production department)
Overview of TPM
PILLAR
JishuJishu HozenHozen
oror
Autonomous MaintenanceAutonomous Maintenance
JH -60
Overview of TPM
Reasons Why Autonomous Maintenance is RequiredNo satisfactory increase in the performance record can be seen …
• Frequent servicing
• Solution of abnormality
• Good communication
Activities to restore the machine conditions
Activities to prevent equipment
degradation
Activities to keep record on equipment
degradation• Confirmation of working conditions
• Daily inspection• Periodical
inspectionLack of positive mind
to take care of
machine
Breakdown
loss
Production Maintenance TPM
Japanese style of PM
Maintenance Department’s sole responsibility
U.S style of PM
Yield loss
Defect quality loss
Set-up and adjustment
loss
Preventive Maintenance
Poor skill o
f
operator
Minor stoppage loss
Reduced speed loss
Improper position to
conduct inspection
• Keep cleaning
• Inspection• Additional
tightening
JH -61
Overview of TPM
Why Jishu Hozen
• To prevent equipment deterioration
• To maintain equipment in optimal condition
• To establish basic equipment condition
• To eliminate equipment failure
• To make operator familiar with his equipment
• To eliminate Quality defect
• To eliminate cost lossesJH -62
Overview of TPM
The Mind set ………..Individual preserving one’s own equipmentSignificant change from early theory of
“ I manufacture – You repair”or
“I make - You Fix”
PRODUCTION MAINTENANCE• Maintenance does not its job• They take too long to fix the equipment• This equipment is so old no wonder it
breaks down again and again• We are too busy to do vital daily checks
• Production do not know how to operate
• We get lot of r5epairs sew we don’t have ample to do a realcorrective action and are forcedto do only temporary job
• We prepare the standards but they do not do the checks
JH -63
Overview of TPM
EQUIPMENT DETERIORATION
Natural Deterioration Accelerated Deterioration
Extend Life Time Eliminate Causes
Establish Basic Condition• Cleaning : Eliminate all
dust & Dirt• Lubricating : Keep
lubricants clean and replenished
• Tightening : Keep nuts & bolts secure
Corrective Maintenance• Prevent errors by
improving operability• Improve Maintainability
& Repair Quality • Improve safety &
Reliability
JH -64
Overview of TPM
Classification of Maintenance ActivitiesA. Activities to prevent deterioration
By correct operation, Improvement of basic conditions and adjustments to prevent quality defects
B. Activities to measure deteriorationBy senses (touch, see, hear, smell)
C. Activities to rectify deteriorationBy improving reliability, maintainability of machines (MTBF, MTTR)ROLE OF PRODUCTION ROLE OF MAINTENANCE
• Play vital role in A. also records maintenance data for prevention of recurrences of problem and MP design.
• Play role in B by five senses• Play role in C by prompt
reporting and assisting in sporadic failure
• Play role in as a guide and educationist and providing help in identifying areas “sources of problems and “ Hard to Clean”
• Play in role B by vibration and fluid Analysis.• Play major role in C by improving MTBF, MTTR.• Besides that they maintain MIS, work for new
equipment design and set up maintenance standards
JH -65
Overview of TPM
Classification of Maintenance and Responsibility
Normal Operation
Preventive Maintenance
Proper Operation
Set-up and adjustment
Daily Maintenance
Lubrication
Retightening
Cleaning, Address Latent Defects
Operation Condition, Daily Inspection for Deterioration
Minor Check
Time – based Inspection
Time – based Check
Time – based Inspection
Tend Check
Unscheduled Check
Corrective Maintenance (Reliability)
Corrective Maintenance (Maintain-ability)
Others
Strength KAIZEN
Lightening of Loading
Accuracy Improvement
Conditions Monitoring
MP Activities
Planned Breakdown Maintenance
Emergency Maintenance
Maintenance PreventionBreakdown
Maintenance
Sporadic Repair
Earlier discovery of interior situation and positive and rapid report/remedy
Corrective Maintenance
MaintenanceOperationRestorationMeasurementPrevention
AssignedImplementation
Classification
KAIZEN Of Check Operation
Check Quality KAIZEN
Productive Maintenance
Time based Maintenance
Predictive Maintenance
KAIZEN of Check Operation
JH -66
Overview of TPM
7 Steps for Evolving Autonomous MaintenanceStep Name
1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment proper, and implementation of lubrication, and machine parts adjustment; discovery and repair of malfunctions in equipment
2 Measures against Sources Prevent causes of dust and dirt and scattering, improve places which are difficult to clean and lubricate and reduce the time required for clean-up and lubrication.
3 Formulation of clean-up and lubrication standards
Formulate behavioral stlubrication
andards so that it is possible to steadily sustain clean-up, and machine parts adjustment in a short period (Necessary to indicate
a time frame-work that can be used daily or periodically)….
4 Overall inspection Training in check-up skills through check-up manuals; exposure and restoration of minor equipment defects through overall check-ups
5 Autonomous check-up Formulation and implementation of autonomous check-up sheets
6 Orderliness and tidiness Standardize various types of on-the job management items and devise complete systematization of up-keep management.• Standards for clean-up, check-ups and lubrication• Standards for physical distribution in the workplace• Standardization of data records• Standardization of die management, jigs and tools
7 All-out autonomous management
Deroutine
velopment of corporate policies and goals, and making improvement activities : Steadily record MTBF analysis, analyze these, and carry out equipment
improvements
JH -67
Overview of TPM
Preparations for JH Activities
• Prepare a Cleaning & Lubrication map
• Arrange Tools
• Arrange Red & White Tags
• History of Failures
• Training on 7 steps of Jishu Hozen
• Gantt Chart
• Training on 7 types of abnormalities
JH -68
Overview of TPM
STEP 1 : Initial Clean up
• CLEANING IS INSPECTION
• USE 5 SENSES FOR CLEANING
• FIND OUT 7 TYPE OF ABNORMALITIES
• PUT TAGS ON ABNORMALITIES
• PREPARE LIST OF UNFULFILLED BASICCONDITIONS
JH -69
Overview of TPM
STEP 1 : Initial Clean upMake the list of• Hard to clean, • hard to lubricate, • hard to tighten, • hard to inspect, • hard to adjust • Record cleaning time• Carry out audit on 1st step• Meeting after the daily activities• Refer to the old history records
Areas / Parts
JH -70
Overview of TPM
7 types of abnormalities
1. Minor Flaws2. Unfulfilled Basic Conditions3. Inaccessible places4. Contamination sources5. Quality Defect Sources6. Unnecessary and non-urgent items7. Unsafe places
JH -71
Overview of TPM
1.MINOR FLAWSContamination Dust, Dirt, powder, oil, grease, rust, paint
Damage Cracking, crushing, deformation, chipping, bending,
Play Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion,
Slackness Belts, Chains
Abnormal Phenomenon
Unusual noise, overheating, Vibration, strange smells, discoloration, incorrect pressure or current
Adhesion Blocking, hardening, accumulation of debris, peeling, malfunction
JH -72
Overview of TPM
2. UNFULFILLED BASIC CONDITIONS
Lubrication Insufficient, Dirty, Unidentified, unsuitable, Leaking
Lubrication Supply Dirty, damaged or deformed lubricant inlets, faulty lubricant pipes
Oil level gauges Dirty, Damaged, leaking, No indication of correct level
Tightening Nuts and Bolts slackness, Missing, Cross-threaded, Too long, Crushed, Corroded, Unsuitable washers, wing nuts on backward
JH -73
Overview of TPM
3. INACCESSABLE PLACESCleaning Machine construction, Covers, Layout, footholds, Space
Checking Construction, Covers, Layout, footholds, Instrument position and Orientation, Operating – Range display
Lubricating Position of lubricant inlet, construction, height, footholds, lubricant outlets, space
Tightening Covers, Construction, Layout size, Space
Operation Machine layout, Position of valves, Switches and leavers, Footholds
Adjustment Position of pressure gauges, thermometers, flow meters, moisture gauges, vacuum gauges, etc.
JH -74
Overview of TPM
JH -75
Product Leaks, Spills, Spurts, Scattering, Overflow
Raw materials Leaks, Spills, Spurts, Scattering, Overflow
Lubricants Leaking, Spills, Seeping oils, Hydraulic fluids, Fuel oils, etc.
Gases Leaking compressed air, gases, steam, vapors, exhaust fumes, etc.
Liquids Leaking water, Hot, Cold, half finished products, Waste water, Leaking supply lines etc.
Scrap Flashes, cuttings, packaging materials, and non conforming products.
Others Contaminants by people & Forklifts, Infiltration through cracked walls, broken windows etc.
4. CONTAMINATION SOURCES
Overview of TPM
5. QUALITY DEFECT SOURCES
Foreign Matter Dust, Rust, powder, chips, moisture, wire scraps, wood pieces, paper pieces, stones etc.
Shock Dropping, Jolting, collision, Vibration etc.
Moisture Too little or Too much, infiltration
Grain Size Abnormalities in screens, Compressed air separators, centrifugal separators,
Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.
Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.
JH -76
Overview of TPM
6. UNNECCERY AND NON-URGENT ITEMSMachinery Pumps, fans, compressors, columns, tanks etc.
Piping equipment Pipes, hoses, ducts, valves, dampers etc.
Measuring instruments
Temperatures, pressure gauges, vacuum gauges, ammeters etc.
Electrical equipment Wiring, piping, power leads, switches, plugs etc.
Jigs & Tools General tools, cutting tools, jigs, molds, dies, frames etc.
Spare parts Standby equipment, spares, permanent stocks, auxiliary materials, etc.
Makeshift repairs Tape. String, wire, metal plates etc.
JH -77
Overview of TPM
7. UNSAFE PLACESFloors Unevenness, cracked, holes, projections, peeling, wear of steel
chucker plates, slipping.Steps Too steep, irregular, slipping, missing handrails, etc.
Lights Dim, out of position, dirty or broken covers, no explosion proofing, etc.
Rotating machinery
Displaced, fallen off or broken covers, not safe for emergency, missing emergency stop devices
Lifting Devices
Wires, hooks, brakes and other parts of cranes and hoists etc.
Others Special substances, solvents, toxic gases, insulating materials,danger signs, protective clothing etc.
JH -78
Overview of TPM
Equipment Name ………………
Control No……………………..
Date of detection……………….
Detected by……………………..
Description of Minor defects
………………………………….
…………………………………..
………………………………….
White tags for operators
Equipment Name ………………
Control No……………………..
Date of detection……………….
Detected by……………………..
Description of Minor defects
………………………………….
…………………………………..
………………………………….
Red Tags to be attended by Maint.
JH -79
Overview of TPM
Equipment Name : ______________________ Unit Name : ___________________________ No. : ______________
List of “Abnormalities” in the Equipment
No.Date of Detec-
tionDetector “Abnormality
” Item
Why is it “Abnormality”? (What will happen if it is left
as it is?)
Why did it become so? (What is the
cause?)
Contents of the Countermeasures
“Abnormality tag”
Classifica-tion
Executor Planned Date
Date of completion
JH -80
Overview of TPM
COUNTERMEASURES AGAINST SOURCES OF CONTEMINATION AND
HARD TO DO CLRI
STEP 2
• Countermeasures against sources of contamination
• Make approach easy for CLRI
• Make easy to do CLRI
• Shorten cleaning , lubricating time
• Adopt concepts of localized guards
• Ranking the priority places for daily cleaning
JH -81
Overview of TPM
Prepare Tentative StandardsSTEP 3
• Standards for cleaning, lubricating and tightening
• Standards are made by operators themselves with guidance by pm
• Standards are made by using 5w 1h
• Standards should be easily understood by every one
• Introduce extensive visual controls
JH -82
Overview of TPM
MACHINE : C P BORING CELL : CONNECTING ROD PLANT : ENGINE PLANT MONTH : JANUARY
SL. NO CHECK ITEM D W MSTND. VALUE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
1 HYDRAULIC TANK FRONT
1a Outer bodyNo dirt &
dust
1b Pipe JointsNo Leak
1c Oil level indicator
btwn. Max & Min.
1d Oil pressure Gaugein Green
Zone
2 LUBRICATION TANK
2a Tank outer bodyNo dirt &
dust
2b Level indicator
btwn. Max & Min.
2c El. Jn. Wiring 3M
2d Lub Pipe jointsNo Leak
LEGENDS - ( ) - OK , ( ) - NOT OK , ( ) - NOT OK,RECTIFIED BY SELF , ( ) - NOT OK, INFORMED SUPERVISOR , ( ) - PLANNED.
JISHU-HOZEN CHECK SHEET
POINT NO. 3 HYDRAULIC TANK FRONT,LUB TANK,FRL AND WORK HEAD BACK
Checked By :
Sign. Of Supervisor
REVISION NO.
P
1 2 3 4
JH -83
Overview of TPM
TENTATIVE CLEAN LUB INSPECT STANDARDS
Illustration Classification No. Place or section Standards MethodTools and handling
Time sec
Cycle (month)
Person in
charge
During operation
During stoppage
Inspection 1 Tailstock With in the indicated Visual 2 W OP b
value range
Cleaning 2 Tailstock Free from mist & dust Waste cloth 30 W OP b
Inspection 3 Table Lubrication With in the indicated Visual 2 W OP b
value range
Inspection 4 Loader Pistion No Damage Remove the 3mm 1200 1 M OP b
Pistion block Allenkey
Keys : D : Daily; W : Weekly; SC : Setting change; PM : Maintenance staff; OP : Operator.
Cell : Nozzle Cell Jishu - Hozen ( Tentative Cleaning, Lubrication and Inspection ) Standards
Equipment number : M12045Equipment description : Micromatic OD Grinding Machine Cirlce name : NOZH 1
Tail s tock
JH -84
Overview of TPM
Aiders : Visual controls
JH -85
Overview of TPM
VISUAL CONTROLS
JH -86
ToolsSymbolActivity
INSPECTION
LUB
CLEAN
Overview of TPM
Four Steps to Become An Operator Strong on Equipment And Autonomous Maintenance
Four steps to become an operator strong on equipment
7 All-out autonomous management 4 Master how to repair
the equipment
6 Orderliness and tidinessLearn how to operate the equipment with the required accuracy and how to evaluate the product quality5 Autonomous check-up
4 General inspection
3 Formulation of clean-up and lubrication standards
2 Measures against sources of outbreaks
1 Initial clean-up
Study the mechanism and functions of equipment and machines
Familiarize with the concept of equipment maintenance and improvement and with how to put the idea into practical realization
1
2
3
Autonomous Maintenance 7 steps
JH -87